How Do You Promote Culture In Remote Work

In most cases, companies following the hybrid model structure their culture with some employees working strictly remote, while others work specifically from the company offices. With the majority of employees working remotely – from a home office or other, non-company spaces – remote-first organizations rarely require any employees to work from the centralized office. Remote work models mean you can even pair employees from different offices in different locations. This significantly expands the reach of your company’s network of close relationships, giving everyone a chance to understand different teams and maybe even share different skills.

This flexibility not only enhances work-life balance but also boosts morale and job satisfaction. Emphasize that results matter more than the clock, allowing employees to focus on accomplishing tasks effectively rather than adhering to rigid working hours. This expanded talent pool can lead to higher-quality hires, increased innovation, and a competitive edge in the market.

It’s Tough to Build a Corporate Culture in a Remote-Work World

People want to work for, and do business with, companies that have strong cultures. Company culture is the social operating system that influences how people work and how an organization interacts with its employees, customers, and community. Whether you call it corporate culture, organizational culture, or workplace culture, company culture is the essence of the company you work for. When fostering employee engagement in a remote work environment, it’s crucial to intentionally develop all employees, regardless of their background or identity. This intentional development helps boost diversity, equity, and inclusion within the organization. And since remote teams are physically disconnected from the workplace, they need even more transparency.

Work culture can have a profound impact on several significant aspects of the employee experience, like individual and team morale, workplace engagement and job satisfaction. For example, 94 percent of people managers say “a positive workplace culture creates a resilient team of employees,” according to a Society for Human Resource Management survey. Another way to foster a positive and inclusive corporate culture in a remote work environment is to recognize and appreciate your employees for their contributions, achievements, and efforts. Recognition and appreciation can boost morale, motivation, and loyalty among your remote team. You can use different methods, such as shout-outs, awards, bonuses, or gift cards, to show your gratitude and appreciation. You can also personalize your recognition and appreciation by considering your employees’ preferences, needs, and interests.

Q: What are some ways a company can foster culture in a virtual setting?

And in today’s competitive landscape, these two things are key to success. Company culture should constantly change and evolve as you bring on new employees and grow. So it’s crucial to continually check in on how your employees perceive your culture so you can nimbly make changes when needed. Instead of waiting until there’s a problem, leadership teams should proactively ask for (and provide) feedback regularly. Being transparent about your values and mission is crucial for your team to meet your business goals. For example, if diversity and inclusion is one of your core values, back it up with concrete initiatives, workshops or support groups that move the agenda forward.

When you can, it’s important to infuse a little fun into your coworkers’ day, because team members who laugh together grow closer together. In the socially close physical office, people pop over to desks or gather in the kitchen for an informal chat. While some organizations have sophisticated recognition programs, our study of millions of employee surveys uncovered that the most valued form of recognition is often the simplest how to build culture in a remote team and most personal. Employee Resource Groups (ERGs) are employee-led committees that promote a diverse and inclusive workplace aligned with the organizations they serve. Reward the whole self (and their household) A great workplace encourages employees to bring their whole selves to work. And with so many employees continuing to work from home, the crossover between home life and work life has never been so intertwined.

You want to continue to grow and develop your work culture and company, so look for candidates who will productively add to your team, not necessarily fit into a mold. But more than half also see employees at all levels as individual contributors in shaping culture. The actions an employer takes to move the needle in a positive or negative direction when it comes to team culture can play an important role in employees’ sense of fulfillment. People who feel unfulfilled at work are less likely to put effort into contributing toward company success or to recommend their current employer to others.

It also fosters diversity and inclusion by welcoming individuals from diverse backgrounds and cultures, enriching the workplace with varied perspectives. According to Deloitte, 45% of organizations’ travel expenses are cut by 50% to 74%, and in 30% of organizations, it’s 75% to 100%. So, with these in mind, it’s safe to say that hybrid is better for employers’ and employees’ bank accounts since both have to spend less.

Some ideas for remote teams include professional development workshops hosted by an in-house professional or an external expert. Training sessions can also help to connect remote workers throughout the company with similar professional interests and background skills. Mentorship programs are another professional development activity that can help employees advance in their careers and build a one-on-one working relationship with a more experienced manager or executive. Promoting work-life balance for remote employees is essential to prevent burnout and maintain a healthy work-life balance. By encouraging regular breaks, time off, and offering mental health support, you foster a remote work environment that supports employees’ well-being and contributes to a strong remote team culture. Connection and collaboration are essential elements of a strong remote team culture.

• Encourage employees to share their pronouns with the rest of the team to promote inclusive language and consider establishing a committee to contribute to diversity initiatives.
• Melding the appropriate culture with the right technology allows organizations to foster a flourishing virtual team environment.
• Investing in culture is one of the best ways to recruit and keep top talent.
• Acknowledging remote employees’ achievements and contributions not only motivates them to continue performing at their best but also fosters a sense of unity and collaboration within the remote team.
• So it’s crucial to continually check in on how your employees perceive your culture so you can nimbly make changes when needed.
• Remember to treat every remote misstep and achievement as a learning opportunity that will ultimately help your organization move closer to a better remote-first culture.

It should outline specific measures that the organization will take to attract diverse talent, such as implementing inclusive recruitment practices and partnering with diverse networks or organizations. Intentional development opportunities must be provided so all employees have equal access to growth paths within the organization regardless of their location or background. A recent Gallup survey of 15,000 US workers pointed to a growing disconnect between remote and hybrid remote workers and their company purpose during the past two years. That’s undercut company loyalty and led to “gig-like” relationships between employees and their employers, Gallup chief scientist Jim Harter said in a blog post. This has implications for “customer and employee retention, productivity, and quality of work,” he said. “Before the pandemic, the workplace cultural experience was grounded in the physical environment employees worked in,” said Caitlin Duffy, research director at Gartner’s Human Resources practice.